5 Team Coordination Training – Initial & RecurrentSo what is Risk Management?Risk Management is theIdentificationEvaluation &Mitigationof hazardsTry not to over-complicate the next 5 slides on risk management…this is where we begin formulating an overall risk management mentality. More detailed information and activities will follow.Team Coordination Training – Initial & RecurrentResponse Directorate

6 So what is Risk Management?In a nutshell –What are the hazards to which we are exposed?What is the probability of a mishap occurring?How severe would it be if it occured?How can we control the risks in order to prevent mishaps and, if possible, still get our job doneTeam Coordination Training – Initial & Recurrent Response Directorate

7 What do those terms mean?Risk: The chance of personal injury or property damage or lossSeverity: An event’s potential consequences in terms of degree of damage, injury, or impact on a missionProbability: The likelihood an individual event will occurExposure: The amount of time, number of cycles, number of people involved, and/or amount of equipment involved in a given eventMishap: An unplanned single or series of events causing death, injury, occupational illness, or damage to or loss of equipment or propertyHazard: Any real or potential condition that can endanger a mission; cause personal injury, illness, or death; or damage equipment or propertyTeam Coordination Training – Initial & Recurrent Response Directorate

8 Key Risk Management PrincipalsAccept no unnecessary riskAccept necessary risk only when the benefits outweigh the costsMake risk decisions at the lowest appropriate levelIntegrate Risk Management into all phases of planning and execution of missions and operationsContinuously employ risk management as operations progress and evolveThese simple principals are the heart of Risk Management.Remember - You Don’t have to go out, You DO have to return.As with maintaining and updating your GAR score throughout the mission, Risk Management is a continuous exercise both in planning and during mission execution.Team Coordination Training – Initial & Recurrent Response Directorate

9 Team Coordination Training – Initial & RecurrentRisk ManagementRisk Assessment may be dismissed by some as just “common sense”Unfortunately, using your “common sense” is too often an uncommon commodity, just when we need it the mostThe natural human tendency is to “just do it”, rather than to stop and think about the risks associated with a certain activity or taskIsn’t all of this Risk Management stuff just “common sense”? Although it sometimes may seem that way, “common sense” has a way of becoming “uncommon” just when we need it the most. Because there is a natural tendency to “just do it”, we need a formal, structured approach to risk management.Remember the T in TCT is for TEAM as a member of the team, make sure that “common sense” is an active part of your thought process during the mission, don’t assume that the coxswain or other crew members know it all.Team Coordination Training – Initial & RecurrentResponse Directorate

10 Team Coordination Training – Initial & RecurrentRisk ManagementIt boils down to this:Accidents are caused; therefore, they are preventableAs long as we are human, we have the capacity to make errorsRemember accidents only happen to “the other guy”, problem is that to everyone else out there YOU are “the other guy”.Team Coordination Training – Initial & RecurrentResponse Directorate

11 Team Coordination Training – Initial & RecurrentRisk ManagementHuman error is the leading cause of mishapsTherefore, the improvement of human performance is essential for mishap preventionTCT is an important tool for improving human performanceTeam Coordination Training – Initial & RecurrentResponse Directorate

12 Team Coordination Training – Initial & RecurrentRisk ManagementWe will always have risk, but there are ways to reduce that riskTCT is our way to implement Risk Management to reduce riskTCT, plus crew briefing and debriefing will help reduce injuries and mishaps and still let us accomplish our missionRemember….TCT elements are designed to provide the method/means to achieve reduced casualties and mishaps.Team Coordination Training – Initial & RecurrentResponse Directorate

13 Team Coordination Training – Initial & RecurrentWhat is TCT ?Team Coordination Training (TCT) is:A Coast Guard training program designed to:Change the way we look at riskIncrease Crew / Team effectiveness and safetyReduce potential for human error and accidentsTeam Coordination Training is a Coast Guard program designed to increase crew and team effectiveness while reducing the potential for human error and accidents.The “TEAM” concept focuses on group activity that achieves a goal. As part of “Team Coast Guard”, the Auxiliary must work together to reduce injuries while achieving our goal of improved boating safety.Team Coordination Training – Initial & RecurrentResponse Directorate

14 Team Coordination Training – Initial & RecurrentWhy a “Team” approach?Team: A group that acts together to accomplish a goalAs part of “Team Coast Guard” we must work together to:Reduce injuriesReduce damageAchieve improved boating safetyEveryone in the crew is a member of the “Team”Everyone in the crew has a stake in the safety of the missionThere will always be risk. Often the risk is low and the severity/impact is minimal if it does happen. However, there are ALWAYS things that can be done to minimize the risk and/or reduce the severity or impact if the risk avoidance methods fail. Leverage that “common sense” to continually look for ways to reduce/manage risk.Team Coordination Training – Initial & RecurrentResponse Directorate

15 Team Coordination Training – Initial & RecurrentImpact of Human ErrorHuman error continues to be the most significant cause of U.S. Coast Guard mishaps60% to 65% of cutter and boat navigation mishaps have had human error as a contributing causeThe following 4 slides on “causes” and statistics taken directly from A/D TCT guides for their personnel.Team Coordination Training – Initial & RecurrentResponse Directorate

22 Team Coordination Training – Initial & RecurrentGroup Activity # 1Your “participant guide” contains Scenario # 1Please form yourselves into “crews” of 3 to 5Spend a few minutes familiarizing yourselves with the scenarioIf paper copies of Scenario # 1 are not available, please use the scenario found on the following slidesIf you have paper copies, please proceed directly to slide # 32There will be several activities during this 4 hour program.Be sure that you organize into “crews” of 3 to 5 participants…we want to avoid just reviewing slides to a passive audience.Be sure they designate a “recorder” to track ideas and findings for later presentation.It is always best for each “crew” to have a paper copy of the scenarios and a paper copy of the GAR Worksheet to work with.Clicking on the “slide # 32” in the last bullet will jump you directly to that slide.Team Coordination Training – Initial & RecurrentResponse Directorate

23 Team Coordination Training – Initial & RecurrentScenario # 1Facility: , 36 foot Chris Craft cabin cruiser, twin screw inboard engines, wood construction.Weather: Hot & humid, little windCoxswain: Jack, 55 year old with 12 years experience with his own 20 foot center console, no experience with facility used in this patrol.Timing: The intro and listing the 7 elements of TCT portion should take about 15 minutes as you reach this point of the trainingTeam Coordination Training – Initial & RecurrentResponse Directorate

24 Team Coordination Training – Initial & RecurrentScenario # 1Crew Continued:Crewmember: Joe, 82 year old “retired cox’n” who offered his 36 footer for use since a heart ailment forced him to drop back to “crew” status earlier this year. Joe now takes heart medicine that causes an occasional dizzy spell in hot weather.Crewmember: Ed, 64 year old with 4 years experience as an outstanding crewmember and helmsman.Team Coordination Training – Initial & RecurrentResponse Directorate

25 Team Coordination Training – Initial & RecurrentScenario # 1The patrol is a MOM conducted under orders with communications maintained by the local CG boat station. The coxswain considered this to be a routine patrol that posed no special problems and advised his crew of that finding.During the patrol, a passing boater informs them that they saw a lone fisherman fall off a small skiff after a large wake, caused by a passing party fishing boat, violently rocked his boat.Reminder Note: MOM is a Maritime Observation Mission.Team Coordination Training – Initial & RecurrentResponse Directorate

26 Team Coordination Training – Initial & RecurrentScenario # 1Jack is at the helm and proceeds to the location approximately 500 yards away to assess the situation before notifying the CG duty officer.At about 100 yards from the scene, they see a male struggling in the water some 20 yards from a small skiff with no one aboard.Ed immediately yells “Man Overboard”, points to the port side and yells again, “man overboard… 100 yards at 270 degrees relative”.Team Coordination Training – Initial & RecurrentResponse Directorate

27 Team Coordination Training – Initial & RecurrentScenario # 1Jack immediately powers down and begins approaching the PIW (person in the water). Joe goes below and begins rummaging through his cabin, looking for his throwable life ring (several minutes pass), while Jack tries to maneuver the 36 footer closer to the struggling man.As the facility approaches the PIW, Joe finally emerges from the cabin, but seems unsteady and a little pale as he tries to untangle the line attached to the life ring.Team Coordination Training – Initial & RecurrentResponse Directorate

28 Team Coordination Training – Initial & RecurrentScenario # 1Jack sees Joe’s difficulty and realizes that Joe cannot heave the ring, nor will he be able to assist retrieving the man from the water due to his weakness and instability on deck.Due to the size & configuration of the large cabin cruiser and his inexperience with this vessel, Jack has been having trouble maneuvering the twin screw vessel close in, without losing sight of the man in the water. He feels helpless to assist with the retrieval.Team Coordination Training – Initial & RecurrentResponse Directorate

29 Team Coordination Training – Initial & RecurrentScenario # 1Jack then realizes that Joe must take the helm, while he heaves the life ring. Ed waits to help Jack lift the exhausted man from the water.Jack reluctantly orders Joe to the helm, and throws the ring.Ed has stood by since the PIW (person in water) event started, awaiting orders.Team Coordination Training – Initial & RecurrentResponse Directorate

30 Team Coordination Training – Initial & RecurrentScenario # 1As the PIW grabs onto the ring, Jack notices the facility, still under power, moving further away from the man as he hauls in on the life ring line with the man hanging on.They begin to inadvertently tow the man through the water, which causes the him to lose his grasp on the ring.Jack retrieves the ring and throws it again to the PIW.Team Coordination Training – Initial & RecurrentResponse Directorate

31 Team Coordination Training – Initial & RecurrentScenario # 1Jack then quickly re-takes the helm from Joe and places the facility in reverse to stop its forward motion and begins to close the gap between PIW & the facility.As the facility comes up to the man, he places both engines into neutral and then leaves the helm to assist Ed in retrieving the man according to proper procedure.They call the CG station and request immediate assistance, unsure of the medical condition of the man just retrieved.Team Coordination Training – Initial & RecurrentResponse Directorate

32 Team Coordination Training – Initial & RecurrentGroup Activity # 1Now that you have familiarized yourselves with the scenario, refer to the list of 7 elements of TCT.Mission AnalysisLeadershipCommunicationAssertivenessDecision-MakingAdaptability and FlexibilitySituational AwarenessUse those elements to complete the rest of this activity.Be sure that they understand they are expected to use this list of the 7 elements of TCT to complete this activityTeam Coordination Training – Initial & RecurrentResponse Directorate

33 Team Coordination Training – Initial & RecurrentGroup Activity # 1 TasksIdentify each TCT element you can find in the scenarioUsing a pen or pencil, circle the portion (sentence or paragraph) of the scenario that is directly linked to each of those TCT elements you foundWrite down any TCT elements that were NOT addressed/found in the scenarioAs directed by the facilitator, discuss your findingsNote: Do not delve too deeply into this activity - 10 minutes or less should be enough time for each crew to compile a list. We will examine each individual element in much greater depth shortly.Team Coordination Training – Initial & RecurrentResponse Directorate

34 Team Coordination Training – Initial & RecurrentGroup Activity # 1 TasksDid you find all of these elements in the scenario?Mission AnalysisLeadershipCommunicationAssertivenessDecision-MakingAdaptability and FlexibilitySituational AwarenessWere any of these missing?Next, we will look at each of those elements in detail.Timing:This activity includes:Review of the scenario # 1 …Deciding on the elements in the scenario …Reporting out findings…Should take approximately 15 minutes.Team Coordination Training – Initial & RecurrentResponse Directorate

35 Team Coordination Training – Initial & RecurrentMission AnalysisThis crew is getting off to a good start. They are conducting a pre-mission briefing where they will conduct a Risk Assessment.GAR form should also be reviewed and completed by the entire crew at this time.Team Coordination Training – Initial & RecurrentResponse Directorate

36 Team Coordination Training – Initial & RecurrentMission AnalysisThe process by which Operating and Contingency plans are developed to safely and effectively accomplish the mission.All planning must be preceded by information gathering:weather forecastscrew fitnessmission specificsfacility checklistsother relevant informationMission Analysis will dictate how the rest of the mission will go.This is the planning and information gathering element of TCTLike Communications and Leadership, it will impact all other elements we will review today.Team Coordination Training – Initial & RecurrentResponse Directorate

37 Team Coordination Training – Initial & RecurrentMission AnalysisFailure to gather accurate and comprehensive information and/or complacency affects the planning process and places mission and crew at riskContingency planning is critical as Operational plans may change once implementedChanges in weather, mission, crew performance, etc., may require “Plan B”, Contingency plansLeadership depends on mission analysis (and the other 7 elements) to generate confidence. Confidence can be viewed as a natural outgrowth of good preparation and competence.In the Auxiliary you have no RANK that gives you authority, it is your LEADERSHIP that establishes confidence and respect in the rest of your team for every mission.Team Coordination Training – Initial & RecurrentResponse Directorate

39 Team Coordination Training – Initial & RecurrentAssessing the RiskOperational Risk Management (ORM) is all about Assessing and Mitigating RiskAlways conduct a pre mission briefing with all crew members prior to all patrols or missionsTogether, conduct a risk assessment using the Green- Amber-Red (GAR) WorksheetContinually assess and update the risk assessment throughout the mission with your crewReassess when ANY key factors changeTeam Coordination Training – Initial & RecurrentResponse Directorate

40 Team Coordination Training – Initial & RecurrentAssessing the RiskAlthough there are different Risk Assessment tools the GAR worksheet is an accepted way to plan and prepare for any missionUse the Auxiliary GAR worksheet unless your OIA mandates another toolRemember, Risk Management is what’s important; not the numerical values or colorsEmphasize that the Risk Assessment process, using the GAR worksheet, is a CREW activity, not the exclusive task of the coxswain. Every mission should start with a crew briefing, at which the Risk Assessment should be done together.Note: OIA - Order Issuing Authority (your local CG Sector or Station)Team Coordination Training – Initial & RecurrentResponse Directorate

41 Team Coordination Training – Initial & RecurrentAssessing the RiskHere is the Auxiliary GAR Risk Calculation Worksheet.Use this tool unless your OIA mandates another.It would be very helpful to provide each “crew” with a copy of the GAR WorksheetTeam Coordination Training – Initial & RecurrentResponse Directorate

42 Team Coordination Training – Initial & RecurrentAssessing the RiskPage two of the GAR Worksheet describes elements which should be considered (PEACE) and provides guidance for Risk Mitigation (STAAR).Team Coordination Training – Initial & RecurrentResponse Directorate

43 Team Coordination Training – Initial & RecurrentAssessing the RiskOperational Risk Management Basics -Accept no unnecessary riskAccept necessary risk only when benefits outweigh costsMake risk decisions at the appropriate levelORM is just as critical in the execution of the mission as in its planningThese are the fundamental principals of Risk Management which everyone should understand and live by.Team Coordination Training – Initial & RecurrentResponse Directorate

44 Team Coordination Training – Initial & RecurrentGroup Activity #2Re-visit Scenario # 1 with Mission Analysis in mindDid you identify all the passage(s) in scenario # 1 linked to Mission Analysis?What did you find that indicate good planning and mission analysis?What did you find that indicate poor planning or mission analysis?What would you, as a crew, have done to improve mission analysis?Discuss when requested by your facilitatorThis activity should take no more than 15 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

45 Team Coordination Training – Initial & RecurrentLeadershipThe famous painting of Washington Crossing the Delaware, by Emanuel Leutze, Although we can wonder if he really stood up in the boat while crossing the icy river (is that good situational awareness), Washington was undeniably a great leader. Although we may not have another George Washington in our midst, we can all be inspired by his example.Team Coordination Training – Initial & RecurrentResponse Directorate

46 Team Coordination Training – Initial & RecurrentLeadershipEffective Leaders possesCourage,ConfidenceCompetenceLeadership is not about just giving ordersEffective Leaders find ways to obtain the willing participation of others towards accomplishing a goalLeadership is another element of TCT that will impact all the other elements …for better or for worse.Team Coordination Training – Initial & RecurrentResponse Directorate

47 Team Coordination Training – Initial & RecurrentLeadershipEffective leaders earn the respect and confidence of team membersManagers give detailed directions to complete tasks by virtue of their rank or positionLeaders inspire and motivate others to willingly work together to accomplish the goal regardless of rank or positionYou need to learn to be an effective LEADER, and inspire/motivate the team not try to order them.Team Coordination Training – Initial & RecurrentResponse Directorate

48 Team Coordination Training – Initial & RecurrentLeadershipGoals must be consistent with the Coast Guard’s core values and the mission objectiveLeaders strive to achieve the respect, confidence and loyalty of those under their supervision, regardless of positionTeam Coordination Training – Initial & RecurrentResponse Directorate

50 Team Coordination Training – Initial & RecurrentLeadershipEffective leadersMake good decisions in a collaborative, team environmentHave the courage to make the right decision, even if unpopularExhibit confidence based on experience and abilityAre competent, well prepared and mission orientedBeing well prepared is a key element to exhibiting good leadership. If we ensure that we have as much information as possible about the mission (planning, etc.)…and we respect the 7 elements of TCT … then those around us will have confidence in leadership we need to succeed.Team Coordination Training – Initial & RecurrentResponse Directorate

51 Team Coordination Training – Initial & RecurrentGroup Activity # 3Re-visit Scenario # 1 with Leadership in mindDid you identify all the passage(s) from scenario # 1 that are directly linked to LeadershipDid the coxswain exhibit good leadership, or was he lackingIdentify at least two examples that illustrate your answer to the question aboveDiscuss your findings when requested by your facilitatorTiming:This activity should take no more than 10 minutes.Team Coordination Training – Initial & RecurrentResponse Directorate

52 Team Coordination Training – Initial & RecurrentCommunicationPerhaps we first think of “Communication” in the context of making radio calls. But the most important communication during a mission is between crewmembers. It’s vital that communication be “loud and clear”.Team Coordination Training – Initial & RecurrentResponse Directorate

53 Team Coordination Training – Initial & RecurrentCommunicationCommunication is both verbal and non-verbal (facial expressions, tone, etc.)Although we tend to focus on the words, most communications is non-verbal.Communication includes both verbal and non-verbal cues. Non-verbal includes facial expressions, posture or “body language”, and tone of voice or other sounds.Team Coordination Training – Initial & RecurrentResponse Directorate

54 Team Coordination Training – Initial & RecurrentCommunicationEffective communication isBoth verbal and non-verbalAccurateBoldConciseUnderstoodCommunication will impact everything we do on a mission, and everything we must consider to remain safe. All other elements of TCT rely on the quality of our communication.Team Coordination Training – Initial & RecurrentResponse Directorate

55 Team Coordination Training – Initial & RecurrentCommunicationLeaders and crew members have an equal responsibility to ensure that they convey their thoughts and information effectivelyThe “Feedback Loop” is a simple method to ensure that our “transmissions” are heard and understood loud and clearTeam Coordination Training – Initial & RecurrentResponse Directorate

56 Team Coordination Training – Initial & RecurrentCommunicationThe “Feedback Loop” acknowledges all communications by:Repeating the message,Finding a non-verbal way to acknowledge the message depending on the situation.Always ask for feedback or observe behavior to be sure that the message was receivedThe Feed Back Loop is an important part of insuring accurate that the message transmitted was, in fact, the message received. An example of the Feedback Loop is when helmsmen repeat the commands of the coxswain.Team Coordination Training – Initial & RecurrentResponse Directorate

57 Team Coordination Training – Initial & RecurrentCommunicationBarriers can develop which degrade or interfere with the quality of our communication.What kinds of barriers may exist on a mission?How can we overcome them?Discuss!Facilitate a brief discussion on barriers to communication. Some examples of barriers are listed on the next slide.Team Coordination Training – Initial & RecurrentResponse Directorate

61 Team Coordination Training – Initial & RecurrentAssertivenessAssertiveness: The ability of individual crew members to state and maintain a position that may be unpopular, or counter to a position taken by others, unless (until) convinced by facts and logic, and not based solely on the authority or personality of others.Team Coordination Training – Initial & RecurrentResponse Directorate

62 Team Coordination Training – Initial & RecurrentAssertivenessBe assertive, but not aggressiveThe aggressive person seeks to bully his/her way though situations for their own ego or self imageAn assertive person cares about the “mission” more than themselves and their egoCommunicate your concerns, without offending those who disagreeThe key to this element is:……Be assertive, but not aggressiveThe difference between the two terms is at the heart of this element.Team Coordination Training – Initial & RecurrentResponse Directorate

63 Team Coordination Training – Initial & RecurrentAssertivenessTechniquesAsk task related questionsSuggest positive alternativesState opinions calmly but firmly.Avoid letting rank/position differences threaten mission or performanceMaintain your position until convinced by factsAvoid conflict or personality differences“Own” your feelings “I’m concerned. I’m uncomfortable.”You “own” your feelings – You can say “I’m uncomfortable with this course of action” and that is a statement of fact. You can use this technique to state concerns without being disrespectful or insubordinate.Team Coordination Training – Initial & RecurrentResponse Directorate

64 Team Coordination Training – Initial & RecurrentGroup Activity # 5Re-visit Scenario # 1 with Assertiveness in mindDid you identify all the passage(s) from scenario # 1 linked to assertivenessUse scenario # 1 to identify two examples of crewmember assertivenessIdentify two examples of a failure to be assertive when required by circumstancesDiscuss your when requested by the facilitatorTiming:This activity should take no more than 5 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

66 Team Coordination Training – Initial & RecurrentDecision MakingWhat are the basic steps that might be taken in any decision making process?Discuss!Decision Making is where we tie it all together. If we practice other elements of TCT….Decision Making will improve…not just at the beginning or end, but throughout the mission.Get the members ideas regarding the steps needed to make a decision. This can be in any context, not just mission oriented. This is just to get them thinking, so don’t let it go too long.Team Coordination Training – Initial & RecurrentResponse Directorate

68 Team Coordination Training – Initial & RecurrentDecision MakingMaking good decisions is the heart of TCT.Decisions will likely impact the safety of the crew and the success of the mission.The elements of TCT will prepare us to make better decisionsThe decision making process is a continuous loop of those steps that we repeat throughout the mission.Team Coordination Training – Initial & RecurrentResponse Directorate

69 Team Coordination Training – Initial & RecurrentDecision MakingThe process can take 20 seconds in the case of routine decisions, or 20 months in the case of large complex problemsThe process is the same, the depth of analysis and degree of complexity is always changingTeam Coordination Training – Initial & RecurrentResponse Directorate

70 Team Coordination Training – Initial & RecurrentGroup Activity # 6Re-visit Scenario # 1 with Decision Making in mindDid you identify the passage(s) from scenario # 1 that are directly linked to Decision MakingConsider the steps in the “Decision Making Process”How effectively did Coxswain and crew use the decision making process? Give examplesDiscuss your findings when requested by the facilitatorTiming:This activity should take no more than 10 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

73 Team Coordination Training – Initial & RecurrentAdaptabilityAdaptability is based on maintaining situational awareness so changes are quickly identified and prioritizedLeaders do not necessarily have “all the answers”; they acknowledge that new information, conditions or crew input can change the missionLearn to accept input from the entire team. Never shut anyone down with “well that was a dumb idea”. Use their expertise, experience, and insight to adjust adapt as needed to insure the safety and success of the mission.Team Coordination Training – Initial & RecurrentResponse Directorate

75 Team Coordination Training – Initial & RecurrentAdaptabilityAdaptability means we are open to changeLets take a moment to identify some kinds of new information that could cause us to change our operational plansWhat sources might provide that new informationDiscuss!Timing:This activity should take no more than 10 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

76 Team Coordination Training – Initial & RecurrentGroup Activity # 7Re-visit Scenario #1 with Adaptability in mindDid you identify the correct passage(s) from scenario #1 linked to AdaptabilityDid the crew members exhibit good adaptability skillsDid they fail to adapt to changing conditionsGive examples of both poor and good adaptability skillsDiscuss your findings when requestedTiming:This activity should take no more than 10 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

78 Team Coordination Training – Initial & RecurrentSituational AwarenessWe must know what is going on around us in order to make good decisionsPlans are critical to success, but we must be ready to change our plans based on new information or situationsMaintaining situational awareness will decrease the likelihood of poor decision makingSituational Awareness gives us the information we need to make better decisions.Be sure to emphasize how this element, communication, leadership and mission analysis all depend on each other & are almost inseparable- acting together in a system called risk management.Team Coordination Training – Initial & RecurrentResponse Directorate

79 Team Coordination Training – Initial & RecurrentSituational AwarenessHow might we lose our Situational Awareness (SA)Identify as many barriers to maintaining good situational awareness as possibleName some ways to avoid these barriers and correct loss of situational awarenessDiscuss!Facilitate a brief discussion about barriers to maintaining Situational Awareness (SA) . This should take no more than 5 minutes. Some barriers will be listed on the next slide.Team Coordination Training – Initial & RecurrentResponse Directorate

81 Team Coordination Training – Initial & RecurrentSituational AwarenessTwo Challenge RuleIf a team member fails to adequately respond to two or more challenges regarding omissions or questionable actions, the individual is assumed to have lost situational awareness.Immediate steps must be taken to re-establish a healthy, alert environment on board the facility.Team Coordination Training – Initial & RecurrentResponse Directorate

82 Team Coordination Training – Initial & RecurrentSituational AwarenessLoss of Situational Awareness may be prevented by:Including the crew in the initial mission analysisRotating watches on a regular basisConducting training exercises such as MOB & line throwing evolutions, or checklist activitiesVarying the speed and direction of the vessel or aircraft when possibleTeam Coordination Training – Initial & RecurrentResponse Directorate

83 Team Coordination Training – Initial & RecurrentGroup Activity # 8Re-visit Scenario # 1 with SA in mindDid you identify the passage(s) from scenario # 1 linked to Situational AwarenessDiscuss each crew member to decide if they lost situational awarenessIf you find that a crewmember did lose situational awareness, identify the circumstance and list way to reverse that lossDiscuss your findings when requested.Timing:This activity should take no more than 10 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

85 Team Coordination Training – Initial & RecurrentThe GAR ModelLet’s review the GAR Worksheet –It’s an accepted Risk Assessment / Management ToolIt’s not a “silver bullet”, it helps focus our thinkingIt helps us identify hazards, evaluate the risk they present and reduce them to acceptable levelsRisk Assessment is a “Team Sport”Before beginning the scenario, we will review use of the GAR Worksheet. Remember, it’s not “magic”, it’s not a “silver bullet”, it’s just a tool to help focus our thinking onto the hazards and risks of the mission. It is an effective tool is we use it correctly. Everyone should participate in the Risk Assessment.Team Coordination Training – Initial & RecurrentResponse Directorate

86 Green-Amber-Red Model (Generic Concept)What are the hazards, what level of risk do they present?Is that level of risk acceptable by the unit?GREEN Yes, risks are acceptableAMBER Maybe, but only if risks are managed correctlyRED NO, risks are beyond acceptable limitsThis is a generic Green / Amber / Red Risk Assessment process model, before specific risks are considered and before numerical values are assigned. The idea is to categorize the over all risk level into one of the three categories., i.e., Green = Acceptable, Amber = Maybe – Acceptable only if certain controls are in place, Red = Not acceptable.Team Coordination Training – Initial & RecurrentResponse Directorate28

88 Team Coordination Training – Initial & RecurrentThe GAR ModelGive PEACE a Chance!PLANNING – Was there any, or not so much?EVENT - Complexity of mission and guidanceASSETSCrew – Fitness, Selection, TrainingFacility – Capability for MissionCOMMUNICATIONS – Internal & ExternalENVIRONMENT – External conditions, weather, day/night, sea state, other traffic, etc.The PEACE model – Is found on the back of AUX GAR Worksheet and is a great reminder of elements that should be considered when evaluating risks. PEACE is an excellent mnemonic device for remembering these risk elements.Team Coordination Training – Initial & RecurrentResponse Directorate

89 Team Coordination Training – Initial & RecurrentThe GAR ModelQUANTIFYING RISKValue is assigned to each elementThe larger the number, the greater the risk0 = No or Low Risk, 10 = High or Catastrophic RiskAdd individual values to determine total risk scoreIs there ever zero risk?Next, we assign numerical values, or quantify, the Risk Elements. This is illustrated on the next slide.Team Coordination Training – Initial & RecurrentResponse Directorate25

90 Team Coordination Training – Initial & RecurrentThe GAR ModelSupervisionPlanningCrew SelectionCrew FitnessEnvironmentEvent Complexity0 being low or no risk10 being high or catastrophicIs there ever zero risk?Rate 0-10TOTALWhere does this number fall on the GAR color code scale?Here we see the Risk Scoring table. Note, Any element with a rating score above a 5 must be mitigated to an acceptable level using the STAAR Model. Your total score is not as important as your individual scores. You can have a total score in the green but yet you can have an individual score above 5 that could cause you to have a mishap if not mitigated such as crew fitness.NOTE: Zero and One should be VERY, VERY rare on any score card!Team Coordination Training – Initial & RecurrentResponse Directorate

91 Team Coordination Training – Initial & RecurrentControlling RiskUsing the STAAR Model – to eliminate or reduce to an acceptable level.S – Spread out – Disperse the risk. Can other assets help?T – Transfer – Is another unit more suitable?A – Avoid – Circumvent hazard: Wait for risk to subside (Weather / illumination improvement)A – Accept – Only if benefit outweighs the cost & w/ continuous reevaluation of risk.R – Reduce - Reduce or limit risk exposure, use additional PPE, additional communications, more experienced crew.Here are options to control risk. Any GAR Model element with a rating score above a 5 must be mitigated to an acceptable level using the STAAR Model.Spread out - refers the movement of forces, equipment or tasks to other areas. Spreading your resources can mitigate this potential by reducing the exposure of these resources in a single, combined area. Utilizing all assets in the vicinity of a SAR case would be an example of spreading out risk.Transfer – to transferring all or some portion of that mission or task, to another individual, unit or platform that is better positioned, more survivable or more expendable. Transferring the responsibility to another unit that is closer to the SAR case is an example of transfer.Avoid – refers to “going around them” or doing the mission or task another way. An example would be planning the mission during day time vice night time or hold off for better weather.Accept- only accept risk when the benefits out weigh the costs, but only as much as necessary to accomplish the mission or task.Reduce – reducing the number of individuals, equipment or resources exposure to a particular risk is a very simple way of mitigating overall risk. Reduction can also have the negative consequence of not having enough back-up options available when you need them.Team Coordination Training – Initial & RecurrentResponse Directorate25

92 Team Coordination Training – Initial & RecurrentThe GAR ModelColor Coding the Total Level of Risk234460GREEN(Low Risk)30 40AMBER(Caution)50+RED(High Risk)Once numerical values have been assigned to the various Risk elements, we can code them according to the GAR color scale. If the total falls in the green zone, risk is at a minimum. If the total falls in the amber zone, risk is moderate and you should consider adopting procedures to minimize risk. If the total falls in the red zone, you need to implement measures to reduce the risk prior to starting the event/evolution. Also, the question of Risk versus Gain needs to be asked since it is above an acceptable risk level and cannot be lowered. If risk is in the red zone, the OIA must approve before the mission may proceed. NOTE: Although the risk scale starts at Zero, is there ever a situation in which there is ever Zero Risk? Facilitate a brief discussion on this topic.Although the Risk scale starts at Zero, is there ever Zero Risk? Discuss!Team Coordination Training – Initial & RecurrentResponse Directorate26

93 Team Coordination Training – Initial & RecurrentThe GAR ModelKey Elements of G A R analysis:Involve the entire crew as individuals in the scoring process. Avoid group voice “votes”Begin with the least experienced crew member to avoid pressure from more experienced membersAvoid “canned” or pre-determined scoresScore based on current conditions, not habitBe honest with each otherIt cannot be stressed too much that everyone on the crew has a say in the risk assessment process. Begin Risk Assessment at the pre-mission crew briefing. Let the least experienced members go first, lest they be unduly influenced by the more “salty” crewmembers. A “secret ballot” technique is to ask crew to hold a number of fingers behind their backs, then have the leader look at them to determine the responses. This avoids embarrassment if one member perceives higher risk than another. This is the time to be completely honest with your fellow crewmembers and with the process. Don’t try to manipulate the score to achieve a pre-determined outcome.Team Coordination Training – Initial & RecurrentResponse Directorate

94 Team Coordination Training – Initial & RecurrentGAR Model ExerciseYour Tasking –Use Mission Scenario # 2Use the GAR Worksheet to complete Risk Assessments as instructed, based on Scenario # 2You will complete a Pre-Mission GAR, then will re- evaluate as the mission progresses, so follow the instructions of the FacilitatorRemember that the 7 elements of TCT must be your guide to completing the GARShare your crew results when requestedStress using the 7 Elements of TCT to complete this activityTake the time to review the GAR work sheet carefully…do not rush through this final activity if you are running late .Timing:GAR sheet instruction should take 15 minutesTeam Coordination Training – Initial & RecurrentResponse Directorate

96 Team Coordination Training – Initial & RecurrentGAR Model ExerciseAs before, remain organized into “crews” of 3 to 5 participantsIf you have printed copies of the scenario, skip the scenario slidesHave a recorder take notes for your crewShare your notes when requestedScenario # 2 is divided into “Part A” and Part “B”Read ONLY Part A of the scenario nowIf you have paper copies click here to skip to Slide 104Part A of this scenario gives enough information/detail for crews to complete the “pre-underway” GAR sheet. Be sure they do not go to Part B . Stick with the PART A pre-underway GAR.If the crews have printed copies of the scenarios, please skip ahead to slide 104.Team Coordination Training – Initial & RecurrentResponse Directorate96

100 Team Coordination Training – Initial & RecurrentScenario # 2 Part AMission:This Auxiliary facility was assigned to assist in maintaining safety during a July 4th fireworks display on the river that normally draws over 150 recreational spectator boats to the fireworks area located in St. Louis.Three Auxiliary vessels and one A/D CG 25 footer were tasked with securing a safe perimeter around the fireworks barge so that recreational boaters are kept at a safe distance.Team Coordination Training – Initial & RecurrentResponse Directorate100

101 Team Coordination Training – Initial & RecurrentScenario # 2 Part AMission Continued:After the fireworks, at about 2200 hrs, the AUX crews were to help with traffic control on the river as a large number of vessels attempt to leave the area all at once, at night.This mass egress has caused minor collisions in the past; drinking on the part of a few boaters has added to the problem in previous years.Team Coordination Training – Initial & RecurrentResponse Directorate101

102 Team Coordination Training – Initial & RecurrentScenario # 2 Part AStory: Four hours prior to getting underway, Ed quickly fills out the GAR; he is confident he and his crew can handle this mission with ease and he looks forward to watching a great display.Team Coordination Training – Initial & RecurrentResponse Directorate

103 Team Coordination Training – Initial & RecurrentScenario # 2 Part AUnderway at 2000 hours, Ed, contacts the duty officer at the CG Small Boat Station on the CG working channel 23AThe noise of the boat and the lively conversations of the crew, plus the stormy weather in the area make the radio difficult to hearAfter several attempts, the watch stander at the Station instructs Ed, “When on station, contact PATCOM on channel 81Alpha”Team Coordination Training – Initial & RecurrentResponse Directorate

104 Team Coordination Training – Initial & RecurrentGAR Model ExerciseUse the GAR scoring sheet to complete an analysis of potential risk based on the information contained in Part A of Scenario # 2Should the mission proceed as currently described?Are some operational plan and/or contingency plan changes needed?Should the mission be canceled?Be prepared to defend your decisions with examplesWhen prompted by the Facilitator, share your pre-underway GAR Score Sheet with the facilitator and other crewsAs before, all of these activities should be conducted as crews. The crews should take no more than 10 minutes to complete the pre-underway GAR based on Part A only. Then, direct them to consider the questions presented on this slide. When all of the crews have completed this, ask them, in turn, to present their findings. Ask them to explain how they came to their conclusions and how the elements of TCT entered into their decisions.When this activity has run it’s course, proceed to the next slide.Team Coordination Training – Initial & RecurrentResponse Directorate

105 Team Coordination Training – Initial & RecurrentGAR Model ExerciseProceed to Scenario # 2 Part BBecome familiar with the facts and circumstances found in Part BIf you have printed copies of the scenario, skip the scenario slidesTeam Coordination Training – Initial & RecurrentResponse Directorate

106 Team Coordination Training – Initial & RecurrentScenario # 2 Part BAt 2000 hrs, the facility arrives at their designated station on the river on the east side of the perimeter.The coxswain begins patrolling his area on the east side of the perimeter, between the barge and the anchorage area for spectators. Once the boats in the “front row” of the observation area have anchored, they stand off to the side, within their assigned post and monitor the situation as darkness began to fall at 2100 hrs.Timing:It should take no more than 15 minutes to read and complete the Part B activity of scenario # 2Team Coordination Training – Initial & RecurrentResponse Directorate106

107 Team Coordination Training – Initial & RecurrentScenario # 2 Part BAt 2145 hrs, another facility ,AUX 36454, arrives on scene. The Cox’n shouts…“Hey, you guys! Is your radio broken? PATCOM has been trying to reach you for over an hour!” As Ed listens to the crew of the 36454, it sank in that the instructions from the station (which he didn’t hear very well) were to contact PATCOM on another channel. He had not been in contact since 2000 hours.Ed and crew all realize that they should be embarrassed that a SAR case had almost been initiated because of their “disappearing act”…but “no harm done” he smiles to his crew.Team Coordination Training – Initial & RecurrentResponse Directorate107

108 Team Coordination Training – Initial & RecurrentScenario # 2 Part BEd assures the AUX that they were all OK. He contacts the PATCOM by phone and confesses the mistake.The fireworks display was just beginning at 2200 hrs. when he notices that Doris was unusually quiet and seemed detached from the others who were watching the fireworks.Ed shrugs this off and continues watching the display; he tunes his marine radio to channel 81 Alpha as the fireworks become even louder & lightning in the area is causing static on the radio.Team Coordination Training – Initial & RecurrentResponse Directorate108

109 Team Coordination Training – Initial & RecurrentGAR Model ExerciseDiscuss the circumstances of the mission among your crewShould this crew return their pre-mission GAR worksheet to adjust or alter the scoresDoes the information in Part B not warrant any changes in the the pre-mission GAR Worksheet or in the mission plansWhatever your crew decides, be prepared to defend your decisions to the groupWhen prompted by the Facilitator, share your Part B GAR Worksheet results and subsequent decisions/actions with the groupAll of these activities should be conducted as “crews”. Direct the crews to consider Part B of the Scenario and discuss it among themselves. Then, ask them to consider the questions presented on this slide. After they have had time to do so, ask them, in turn, to explain their findings. Encourage the group to discuss them in the context of the elements of TCT and Risk Management.Team Coordination Training – Initial & RecurrentResponse Directorate

110 Team Coordination Training – Initial & RecurrentScenario # 2 - EPILOGUEAs the fireworks explode, Coxswain Ed has a nagging feeling that something isn’t right. Still stung by the embarrassing communications error, it finally dawns on him that he may have lost Situational Awareness. He asks Doris if she is OK. Doris replies that she has some unexpected pain in her “bum” hip and that it is really bothering her. As flashes of lightning add to the fireworks, Ed “sees the light”. He finally thinks about his GAR score and decides that it’s about time to re-evaluate the mission. “Hey, crew!”, he yells. “Let’s take a look at our GAR. Maybe we need to rethink this!”So how did this mission turn out? Well, it appears that, with all of the fireworks and lightning, Ed finally “sees the light” and decided to involve the crew in a reassessment of risks of the mission. We will presume that, together, they found the correct course of action to conclude the patrol safely. Any thoughts on what their new GAR score might be?Team Coordination Training – Initial & RecurrentResponse Directorate

111 Team Coordination Training – Initial & RecurrentTCT ReviewOperational Risk Management (ORM) asks:What is out there that can hurt meHow do I keep it from hurting me and still get my job doneORM can be a simple system of common sense procedures, or it can be complex for large scale operationsThe ultimate goal however is the sameReduce Mishaps, Injuries and DamageMeet Mission ObjectivesTiming: Review the fundamentals of Risk Management and TCT. The summary and re-cap should take no more than about 10 minutes.Team Coordination Training – Initial & RecurrentResponse Directorate

112 Team Coordination Training – Initial & RecurrentTCT ReviewTCT is a Risk Management processTCT is includes these 7 Human FactorsMission AnalysisLeadershipCommunicationAssertivenessDecision-MakingAdaptability and FlexibilitySituational AwarenessRemember, the 7 TCT elements are Human Factors, they are not “things” or objects. Humans make decisions, humans make errors, therefor, to control error and to make better decisions, we need to be mindful of these human factors.Team Coordination Training – Initial & RecurrentResponse Directorate

113 Team Coordination Training – Initial & RecurrentTCT ReviewWe use Risk Assessment tools including the Green-Amber-Red (GAR) Model to help us evaluate our risk exposureWe also use the GAR Model to help us quantify the severity of those risks – For any GAR item above 5, use STAAR to mitigate.Once we understand the risks, including the severity and consequences of those risksWe must make good decisions to accept, eliminate or reduce those risks to acceptable levels in order to keep everyone safe and accomplish out missionIf we cannot reduce the risk to acceptable levels, we must be prepared to end our missionSafety has priority over mission accomplishmentThe bottom line says it – “Safety has priority over mission accomplishment”. All of the Risk Assessment and Management things we’ve talked about are there to help us stay safe. We must always be prepared to reject a mission if we cannot keep risk at acceptable levels. Sometimes Leadership requires us to make what may be an unpopular decision, the decision to say “No-Go”.Team Coordination Training – Initial & RecurrentResponse Directorate